Analisis efisiensi gaya kepemimpinan transformasional & transaksional

In short, this study expects that through the abovementioned four behaviors, transformational leaders can stimulate their members into becoming more engaged in their takes. Prior research (e.g., Chua & Ayoko, 2019; Ghadi et al., 2013; Vila-Vzquez et al., 2018; W. Zhu et al., 2009) suggests that transformational leaders enhance members' work engagement through these four dimensions.

A Systematic Review of the Transactional Leadership Literature and Future Outlook

By being flexible and innovative, leaders can create more business opportunities and competitive advantages for the organization. Simultaneously, transactional leaders must remain focused during periods of change, collaborating with employees to address market challenges and opportunities, and fostering a conducive external environment and organizational climate. However, slow or conservative decision-making can lead to lost opportunities and competitive disadvantage. Therefore, transactional leaders must be proactive, adaptable, and able to adjust strategies and decisions to maintain a competitive edge while mitigating risks.

 The relationship between leaders and employees is critical to organizational effectiveness, and transactional leaders must build fair and equal relationships based on an exchange of benefits (Graen & Uhl-Bien, 1995). Transactional leaders focus on exchanging benefits and achieving goals, so their relationship with employees tends to be more transactional. As a result, transactional leaders can promote employee engagement and organizational effectiveness based on mutual trust, respect, and shared interests. However, the relationship can undermine employee morale and organizational stability if transactional leaders are only concerned with their interests or if employees feel exploited. Therefore, transactional leaders need to focus on the interests and needs of their employees and build a fair and equal relationship to promote employee morale and organizational stability.

Transactional leadership is a crucial leadership style in organizations. This review aims to synthesize key findings from transactional leadership research and integrate them with the broader literature, providing insights into the critical aspects of this leadership style. Transactional leaders place a strong emphasis on performance management to drive long-term organizational development and sustained growth (Locke & Latham, 1990). By setting clear goals and key performance indicators (KPIs), these leaders can efficiently track progress and make necessary adjustments to ensure the achievement of organizational objectives. However, critics argue that an overemphasis on performance metrics may lead to short-term thinking and undermine innovation and creativity.

Another vital aspect of transactional leadership is its focus on teamwork. These leaders promote collaboration and concentrate on building effective teams and organizational cultures. By fostering positive communication and interaction, trust and cooperation among team members are established, ultimately improving organizational performance (Tuckman, 1965). Nevertheless, the challenge remains to strike a balance between teamwork and individual autonomy, as overemphasis on collaboration may stifle independent thinking and decision-making.

Focusing on employee development is another key aspect of transactional leadership. These leaders enhance their employees' skills and qualities by providing training and development opportunities (Noe et al., 2017). They believe that employees are an essential resource for the organization, and only by continuously improving their capabilities and quality can they drive sustainable development. However, a critique of this approach is that it may create a dependency on the leader, limiting the employees' ability to grow and develop autonomously.

Menurut saya gaya kepemimpinan yang cocok di terapkan yaitu gaya kepemimpinan transformasional karena beberapa pekerja di harapkan dapat memiliki sifat independent dalam pekerjaan nya, seperti yang di sebutkan bahwa gaya kepemimpinan transaksional adalah pemimpin memamaparkan visi dan misi yang di milikinya sehingga para pekerja dapat mengikuti visi dan misi dari pemimpin tersebut, kemudian pemimpin juga memberikan kebebasan berpendapat pada pekerja hal ini dapat membuat pekerja merasa lebih di hargai dan menjadi lebih kreatif, kemudian pemimpin memberikan kepercayaan pada pekerja untuk menjalankan tugas masing- masing individu hal ini dapat menimbulkan rasa percaya diri pada pekerja dan membuat pekerja merasa terpacu untuk memberikan yang terbaik pada perusahaan. Selain itu pemimpin yang menerapkan gaya tranformasional akan memberikan dukungan emosional dan pengarahan kepada pekerja, hal tersebut yang dapat membuat pekerja menjadi lebih bersemangat untuk memberikan yang terbaik dan juga pengarahan yang di berikan dapat menjadi acuan bagi pekerja agar dapat memilih langkah yang lebih baaik selama bekerja.

Apabila pekerja sudah mengetahui visi misi, kemudian terdapat kebebasan untuk berpendapat, kemudian di berikan arahan, di berikan dukungan serta kepercayaan, maka yang akan di lakukan oleh karyawan adalah memberikan hasil kerja yang maksimal kepada pemimpin. Ketika hasil kerja yang di berikan sudah maksimal maka pihak yang akan di untungkan adalah perusahaan selain itu pekerja tersebut juga mendapatkan keuntungan berupa reward yang di berikan oleh pemimpin.